Topics: Strategic management, Strategic planning, Hoshin Kanri Pages: 10 (3062 words) Published: September 28, 2014


Executive Summary
Strategic intelligence (SI) is an important tool in
informing and supporting strategic management
activities in different stages of the strategy
development. In short, Strategic Intelligence can
be defined as “a systematic and continuous process
of producing needed intelligence of strategic value in
an actionable form to facilitate long-term decisionmaking”. Customers of SI include individuals involved in strategic decision-making.
From the process perspective, Strategic Intelligence
can be seen as a part of Competitive Intelligence,
as it is also a systematic and continuous process
with a purpose to facilitate decision-making with
needed and timely intelligence input delivered in
actionable form. The major difference between SI
and CI is that SI actions focus strictly on supporting
strategic decision-making by monitoring aspects
with strategic significance. Additionally, a SI time
horizon is broad and the focus is on all significant
events: past, present and future events.
In order to practice effective Strategic Intelligence
capable of meeting the needs of strategic

management and introducing intelligence of
strategic value into the decision-making process,
certain critical aspects should be considered. They
• Appointing a strategic level process owner,
preferably the VP for Corporate Strategy, and a
seasoned SI Manager. It enables integrating the
best available internal senior expertise into the
SI process.
• Knowing and understanding the internal SI
customers - individuals involved in strategic
• Defining the SI priorities and properly
communicating them (critical strategic themes,
key players to be analyzed, early warning
• Designing and producing SI products that serve
customers’ content needs and communication
• Building a network of Strategic Intelligence
contributors, both internal and external.

GIA White Paper 2/2004 Introduction to Strategic Intelligence

1. Introduction
This paper focuses on the relationship between
Strategic Intelligence and strategy. The aim is
to provide readers with a definition of Strategic
Intelligence (SI) and explain the role of intelligence
in formulating and implementing strategy.

monitor, interpret, and respond to environmental
changes. This is where SI, a systematic process
of collecting, analyzing and communicating
actionable strategy-oriented business information,
can serve as input in strategic decision-making.

The role of Intelligence in strategy formulation is
a critical one, especially now, given the quickly
changing business environment. As the pace
accelerates, it becomes more difficult for senior
managers and decision-makers to adequately

The paper begins with a discussion on strategy
and attempts to define for readers the concept of
Strategic Intelligence (SI). Strategic Intelligence
as a part of Strategy Development will then be
discussed followed by some concluding remarks.

2. Strategy
The concept of strategy has been around for as
long as there have been organizations and wars.
Inevitably, there has been a huge amount of
studies and writings on the subject. Today, there
are different ways of defining strategy and the
concept of strategy can be viewed from many
angles. The aim of this chapter is not to provide
a clear-cut definition of strategy but to give
readers an overview of strategy which can serve as
a framework for studying the relationship between
Strategic Intelligence, strategy formulation and
As mentioned earlier the concept of strategy can
be viewed from different angles. Here are some,
but by no means all, dimensions that should be
included in any unified definition of the concept
of strategy. These dimensions can provide an
insight on how thinking strategically can benefit
our business.
Some traditional views:
• Strategy as a coherent,...
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